{"id":235132,"date":"2021-05-12T13:11:29","date_gmt":"2021-05-12T11:11:29","guid":{"rendered":"http:\/\/www.coresolvers.nl\/ongecategoriseerd\/gea-schonewille-the-false-pretense-of-giving-space-when-there-isnt-any-i-no-longer-do-that\/"},"modified":"2025-12-06T15:13:38","modified_gmt":"2025-12-06T14:13:38","slug":"gea-schonewille-the-false-pretense-of-giving-space-when-there-isnt-any-i-no-longer-do-that","status":"publish","type":"post","link":"https:\/\/www.coresolvers.nl\/en\/testimonials-coresolvers\/gea-schonewille-the-false-pretense-of-giving-space-when-there-isnt-any-i-no-longer-do-that\/","title":{"rendered":"Gea Schonewille: The false pretense of giving space when there isn’t any, I no longer do that."},"content":{"rendered":"

[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.15″ global_colors_info=”{}”][et_pb_row admin_label=”row” _builder_version=”4.15″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.15″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text admin_label=”Text” _builder_version=”4.15″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}”]<\/p>\n

Interim Program Manager Inthascope<\/em><\/h4>\n

Gea Schonewille
<\/strong><\/h2>\n

<\/em><\/h4>\n

[\/et_pb_text][et_pb_text admin_label=”Text Gea Schonewile” _builder_version=”4.15.1″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

As a director in vocational education, I have led various large teams. I still do that, but now as an interim program manager in healthcare and education. What I encountered as a leader is that my intentions were not always well understood. Or I did not always communicate them effectively. I thought carefully about decisions. I had already weighed the pros and cons myself. For me, there was already peace of mind when I shared the decision. But the team became restless. That surprised me. I had thought it through carefully and made a thorough assessment, hadn’t I? false pretense of giving space<\/span><\/p>\n

Working in two-way traffic<\/h3>\n

What I do much more now is that I initiate and facilitate the conversation. I consciously sit down for it and am open to my team about what I want to achieve. This makes me very clear about my agenda. Then I take two steps ‘back’ and look at what is happening from a distance. This distance allows me to better follow the process and the content. I also incorporate the opinions of others more into the final decisions. <\/p>\n

\n

By involving the team earlier, the decision is sometimes different from what I would have made myself.<\/p>\n<\/blockquote>\n

I now also do this when I need to decide for myself. Then I go through all the possible opinions much more and incorporate them into my consideration. So I have also become better at making decisions myself. And I continue to grow in this. I also now incorporate the emotions that exist in the group without being startled by them. The check-in helps well with this. I have started looking more richly, as it were. My challenge remains to continue involving everyone even under time pressure or in hectic situations. <\/p>\n

Transparency makes you more trustworthy<\/h3>\n

When I have already made a decision, I am now much more transparent about it. In those cases, I do not give the team unnecessary space by asking for opinions, but I do ask ‘what do you need to go along with this?’. I now make fewer of those false pretenses and take more responsibility for the choices made. This has made me even more trustworthy to my team. And the input I receive on the question of what they need is a rich addition.
I now also more easily question others about the space that does or does not exist. For example, by literally asking my client what space there still is or what influence I or my team still have. This has so far led to more effective and better conversations. <\/p>\n

\n

I was already doing things differently the day after the training.
You don’t learn that by just reading a book.<\/p>\n<\/blockquote>\n

CoResolve<\/a><\/span> was truly a deepening and enrichment for me. My view is that as a leader you must continuously develop yourself. For me, leadership consists of many aspects, of which decision-making and how you get people involved in this is a very important one. Additionally, I like practical and pragmatic approaches, and that appealed to me in this program. Practicing in the setting of a meeting as it happens in practice worked very well. And that proved to be the case. I was already doing things differently the day after the training. You don’t learn this by just reading a book. <\/p>\n

 <\/p>\n

Powered by Newtone. Designing You. <\/a><\/span><\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"

You want input but you have actually already made your decision. What do you do then? And how do you still get everyone on board? Read here how Gea does it now. <\/p>\n","protected":false},"author":3,"featured_media":235139,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"footnotes":""},"categories":[200],"tags":[],"class_list":["post-235132","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-testimonials-coresolvers"],"yoast_head":"\nGea Schonewille: The false pretense of giving space when there isn't any, I no longer do that. - CoResolvers<\/title>\n<meta name=\"description\" content=\"False pretense of giving space. 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